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Ridler Report 2011


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Trends in the use of senior level executive coaching

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Ridler Report 2011

  1. 1. Ridler Report 2011 TRENDS IN THE USE OF EXECUTIVE COACHING June 2011
  2. 2. EDITOR’S INTRODUCTION By Clive Mann, Editor of the Ridler Report It is my great pleasure to introduce the 2011 Ridler Report. The Ridler Report was conceived in 2007 out of a belief that well-researched investiga- tion would help to cultivate better practices and understanding of senior level executive coaching. The enthusiastic reception which corporate users of executive coaching in leading organi- sations have given the first three Ridler Reports (2007, 2008 and 2009) is testimony to: • The continuing growth in demand for senior level executive coaching and its increas- ing importance within the portfolio of development options offered to senior executives – which itself reflects business leaders’ increasing recognition that, to develop their leadership capability, they need first of all to understand who they are as leaders • The emergence of a new generation of more sophisticated and demanding users of executive coaching (many of whom are trained and experienced executive coaches themselves) who are hungry for information and case studies on the executive coaching practices of other leading organisations • The scarcity of detailed quantitative data and strategic analysis of trends in the use of senior level executive coaching • The Ridler Report’s exclusive focus on data from users of executive coaching, rather than from coaches The 2011 Ridler Report provides fascinating insights into the state of play of executive coaching in leading organisations in the UK and internationally. Evidence from the 2011 Ridler Report supports the view of executive coaching as a developmental intervention particu- larly suited to senior executives who are transitioning upwards in their organisations. Interestingly, we found that executive coaching is much more commonly used by senior executives who are well established in their organisations than by those who are in the early stages of transitioning into new organisations (see page 4) – an opportunity missed, perhaps? It is illuminating to note the high value attributed to the Bespoke 360 as a supplementary service to senior level executive coaching (pages 10 and 11) and encouraging to see the increasing emphasis which users of executive coaching place on professionalism in their executive coaches, for example rigorous training and supervision (page 7). I hope you find the 2011 Ridler Report useful in assessing and positioning executive coaching within your organisation. We very much look forward to your contribution to the next Ridler Report through completion of the questionnaire, which will be launched in the second quarter of 2012. Clive Mann Managing Director of Ridler & Co www.ridlerandco.com2
  3. 3. THE 2011 RIDLER REPORTWhat is the Ridler Report? Use of the Ridler ReportThe Ridler Report looks at emerging trends in the use of senior level The Ridler Report is written for busy corporate executives. Its succinctexecutive coaching, from the point of view of corporate users and and clear style is designed to present readily assimilable messages oncommissioners of executive coaching. It is an ongoing biennial re- key strategic themes in senior level executive coaching. It is also built onsearch programme carried out by the London-based senior level ex- an extensive base of research data which gives it rigour, statistical validityecutive coaching practice Ridler & Co. and real practical value.The Ridler Report’s ethos is to be a service first to those companies who Ridler & Co is pleased to note considerable anecdotal evidence that thecontribute to the research by filling in the Ridler Report questionnaire Ridler Report is being used actively by its contributing organisations,and secondly (and after an interval of time) to other users of coaching including being presented at coaching steering committees and as evi-and indeed other coaches. dence to drive some significant changes in those organisations’ coaching strategies.Ridler Report contributing companies are entitled to a tailored reportwhich compares differences between their questionnaire responses and “I like the Ridler Report’s condensed format which helps me to commu-the rest of the market. nicate clear messages from the report to Scottish Power’s HR manage- ment team. The Ridler Report’s reporting and analysis of trends in ex-Ridler & Co still does not charge for the Ridler Report. ecutive coaching has been the catalyst for some significant changes we have made in our executive coaching policies, particularly the centrali-“The thing I like about the Ridler Report is that it is clear and concise, sation of monitoring and evaluation of coaching across our company.”enabling the reader to focus very quickly on key trends in executivecoaching. Other reports I have read tend to over-elaborate in terms Pamela Malkinof content leaving the reader unclear as to what the conclusions are. Organisational Development Consultant, Scottish PowerI particularly like the Ridler Report’s tailored comparison of question-naire results, which highlights differences between our firm’s approach The 2011 Ridler Report is the fourth Ridler Report (2007, 2008 and 2009and the rest of the market.” Ridler Reports are available at We are starting to see fascinating longitudinal trends in the research data from four sets of Alastair Mitchell questionnaires since 2007. There is not room in the packed 2011 Ridler Chief Operating Officer, UK, Linklaters Report to look in depth at these trends – instead the longitudinal findings will be written up over the coming months and made available to Ridler Report contributing organisations.Contributors to the Ridler ReportAll data in the Ridler Report is from organisational users of executive Contentscoaching, principally blue chip corporates, multinational professionalservice providers and banks. There is no data from coaching providers, Coachee levels of seniority and coaching situations 4which is one of the key factors giving the Ridler Report a distinctive posi- Balancing internal and external coaching 5tioning in the field of executive coaching research. Ernst & Young’s coaching journey and strategy 6All data and charts presented in this report are taken from the 2011Ridler Report questionnaire data. External coach characteristics 7 What Sky looks for in its external executive coaches 8Sixty-four leading organisations contributed to the 2011 RidlerReport research base by filling out the Ridler Report questionnaire. Evaluating the RoI in executive coaching 9Contributing organisations include 3i, Aegon, AMEC, ARM, Baker &McKenzie, Barclays Capital, BBC, Bombardier, BSkyB, Bupa Health & The Bespoke 360 10Wellbeing, Compass, Dairy Crest, Deloitte, Deutsche Bank, E.ON, Ernst& Young, Fujitsu, John Lewis, KPMG, Linklaters, Maersk, Molson Coors, Findings in Brief 12Old Mutual, PricewaterhouseCoopers, Qinetiq, Scottish Power, Société Ridler Report Research Methodology 14Générale and Thomson Reuters. About Ridler & Co 15A fuller list of contributing organisations is included on page 14. 3
  4. 4. AT WHAT LEVELS AND IN WHICH SITUATIONS IS EXECUTIVE COACHING MOST COMMONLY USED? Seniority levels Executives who have already achieved main board status can be seen as When asked at which levels of seniority external or internal executive pressed for time and needing a very compelling reason to take up execu- coaching is most used, the highest ranked responses were senior execu- tive coaching. Rightly or wrongly, in some organisations they are seen as tive (subsidiary board director or country head, for example) at 51% and more likely to adopt a “Why change? I’m already successful” mentality. senior manager (head of function or manager of multiple teams, for exam- ple) at 50% (see Chart 1). Executive coaching was also in evidence at Group Situations leading to coaching CEO / main board level, though at a lower level of incidence (34%). When asked which kinds of situations were most likely to lead to execu- tive coaching, internal promotions (60%) and leadership development pro- grammes for top talent (56%) were the two most frequent responses (see Group CEO / main 34% Chart 3). The data suggest that executive coaching is especially suited to board director “rising stars” who have already achieved senior positions. It is used less for Senior executive e.g. subsidiary 51% established CEOs and main board directors who wish to have an ongoing board director or country head sounding board. Senior manager e.g. head of 50% function, manager of multiple teams Middle manager e.g. supervisor 23% Transition arising from 60% or team leader internal promotion Leadership development 56% 0 10 20 30 40 50 60 programme for top talent Percentage indicating executive coaching used often or very often 360 feedback exercise 33% Chart 1: Executive coaching is most often used at senior executive and senior manager levels. Company Talent Review 31% New appointment from Executive coaching is perceived to give its highest returns at the same lev- outside the company 20% els – senior executive and senior manager (see Chart 2). Ongoing sounding board for CEO / board director 18% Remedial measure to Group CEO / main 31% address poor performance 15% board director 0 20 40 60 80 Senior executive e.g. subsidiary 45% Percentage indicating the situation often or very often board director or country head gives rise to executive coaching Senior manager e.g. manager 50% Chart 3: Senior level executive coaching most often arises from internal of multiple teams promotions and top talent leadership development programmes. Middle manager / team leader 35% “At Dairy Crest we focus our external coaching resources on talented 0 10 20 30 40 50 60 senior executives, often in our director population (the level just be- Percentage indicating high or very high return on investment low main board), who have the potential for significant further career advancement. Such individuals are identified through our annual tal- Chart 2: Return on investment in executive coaching is highest at senior ent review and succession planning processes. They typically embark manager and senior executive levels. upon executive coaching around two years before their promotion is expected.” Buyers perceive senior leaders just below main board level to be often Sue Blight more receptive to trying new leadership approaches, in the belief that Head of Learning and Development, Dairy Crest what makes them successful today may well not be the same as what will make them successful in the future, at more senior levels. Such leaders can It is striking to note the relatively low level of use of executive coaching sometimes be apprehensive about asking for internal “sounding board” for new appointments from outside the company – a group which faces help after a promotion – they often find it more acceptable to ask for exter- the real risk of cultural and organisational derailment in their first six nal coaching. In terms of age and maturity they are often at the right stage months, after the expensive recruitment process. Are companies adopt- of their careers and lives to be able to use effectively the reflective space ing too much of a “sink or swim” attitude to external hires and could more offered by executive coaching. be done to support this vulnerable and valuable group? www.ridlerandco.com4
  5. 5. BALANCING INTERNAL AND EXTERNAL COACHINGTwo sides of the same coin? Why go external?Internal and external coaching are used in combination by 95% of Ridler In many organisations senior leaders are given the choice between an in-Report contributing organisations, some of whom have had a highly de- ternal and an external coach. Where an external coach is chosen, buyersveloped internal coaching infrastructure in place for a long time. Many are of coaching tell us that it is not usually because of a belief in the highercurrently in the process of developing and expanding their internal coach- quality of the external coach, nor because there are any concerns abouting capability. the integrity of the internal coaching process.Internal coaches are valued for their understanding of their organisation, Buyers of coaching highlight the importance of the external coach’smeaning they can cut through the need for the coachee to explain to their separation from the coachee’s organisation as a highly influential factorcoach how things work in their business and so get to work more quickly when senior leaders choose an external rather than internal coach.and deliver in less time. Internal coaching is also perceived as a key con-tributor to the development of an organisational coaching culture. “Our most senior leaders at a regional level usually prefer to engage an external coach rather than an internal coach. The external coach’s sep-“KPMG has a well developed internal coaching infrastructure, which in- aration from our organisation means the coach is perceived as beingcludes employing a number of full time executive coaches. At KPMG we more objective. In addition, their long-standing professional expertiseview internal and external executive coaching as essentially two sides of the in coaching and psychology is reassuring to the coachee as the coachsame coin. For KPMG it is important to match coach with coachee and as is perceived as bringing an in-depth understanding of the process ofsuch there are no hard and fast rules for when to engage an external coach. change to support the work of shifting patterns which may have beenSometimes an external coach will be more appropriately matched because in place for a number of years.”of the value of their external perspectives gained working with a variety of S. Susana Elvirasenior leaders outside KPMG. Other times an external coach may have a Regional HR Director. Maersk Lineparticular coaching approach which would be relevant for a coachee. Thereare also times when we use our external faculty in a more general sense to In some organisations there is an inherent status issue between the mostmeet resource demands for coaching programmes.” senior leaders and less senior employees who work as internal coaches, which is obscured in the relationship with an external coach. Clare Allen Lead Coach for Tax and Pensions, KPMG Senior leaders, who may want to discuss sensitive details of organisa- tional strategy or internal politics, value the greater perceived “safety”Cost efficiency of a coach from outside their system. Boundaries seem more secure, forCost efficiency has undoubtedly been a significant driver of the growth in example because they will not see the coach in any other context.internal coaching. Given the growing use of coaching in organisations it isnot feasible for everyone being coached to have an external coach. Senior leaders also value the external perspectives which the external coach brings and their ability to challenge the organisation’s implicitChart 4 below shows how an external coach is not always the preferred assumptions.route for senior leaders. The more senior the coachee the more likely anexternal coach will be used. However a significant minority of contrib-uting organisations use internal coaches to work with main board and External executive coaching 89%senior executives. Internal leadership development programme 86%Group CEO / main board director 70% Internal coaching 68%Senior executive e.g. subsidiary 58% board director or country head Internal mentoring 67% Senior manager e.g. manager 32% Business school leadership of multiple teams development programme 55% Middle manager / team leader 13% Coaching by 53% line manager 0 20 40 60 80 0 20 40 60 80 100 Percentage indicating an external coach would Percentage rating the method effective usually or always be used or highly effectiveChart 4: The more senior the coachee, the more likely an external executive Chart 5: Perceived effectiveness of various methods of developing leadershipcoach will be chosen. capability in senior executives. 5
  6. 6. AN OVERVIEW OF ERNST & YOUNG’S COACHING JOURNEY AND STRATEGY In many ways Ernst & Young’s coaching journey reflects the devel- considering how to improve. Clients want the firm to flex how it works opment of coaching in the industry as a whole. This feature gives a with them; they have consistently fed back that they want Ernst & Young brief overview of that journey and explains the key elements that have to listen to what they say, help challenge their thinking in a constructive informed the strategy adopted. way and co-create solutions as an equal. This is what a good coach does. Choice of internal or external coaches? At an organisational level there is always a choice as to whether the firm should use an internal or external coach. There has been a trend in the firm to move away from a reliance on external coaches towards internal. The Coaching as a way of developing Ernst & Young’s people has always reasons for this are as follows: been a key element of the firm’s culture. However, historically it had not • Internal coaches have a better understanding of the organisation and been formalised, with a variety of external coaches being employed and hence the system in which the coachee operates. This means that a range of conversations taking place internally. In both cases these con- the coachee does not have to spend time explaining these matters versations ranged from excellent to ineffective. and the conversation moves to the key issues faster. In 2007 Ernst & Young completed a formal review of coaching, including • Those internal coaches who are partners are immediately credible in an analysis of current and future state. The first action was to formalise its the eyes of the coachee. Whilst all Ernst & Young’s external coaches use of external coaches, setting out expectations in terms of experience, have a range of business experience, which is crucial, they do not qualifications, supervision etc and going about a formal selection process have the direct experience of being a partner in the same organisa- to establish a register of twenty-seven individuals. tion. This allows for rapport to be created very quickly and again can lead to fast results. Ernst & Young thinks of coaching at three levels (in italics below), based • On a practical basis, it is much easier to manage the logistics of on the coaching spectrum (Lincoln 2006), as follows: coaching sessions, particularly when they can be subject to last • External coaches are used for those individuals where an exter- minute changes due to client commitments. nal view provides a greater possibility of new perspectives (across • The marginal cost of using internal coaches is lower than external. a range of industries for example). External coaches are also used During the recession this factor became even more important as where a particular skill (i.e. a psychological background) is appropri- coaching budgets came under pressure. ate that is not available from within the internal team. Typically this coaching will be at the level of transformation. • Finally, using an internal coach is more supportive of developing a coaching culture across the organisation as people are coached by • Internal coaches are available for the rest of the population, in partic- their peers rather than an external “expert” who has been brought in. ular those going through transition i.e. new partners and those mov- ing into a new leadership role. This group of coaches also focuses That said, Ernst & Young is still investing in external coaching where it on individuals who are preparing for partnership. Coaching by this doesn’t have the internal expertise (as outlined above) or capacity. An group covers both transformational and developmental coaching. example of this is the maternity coaching programme that has been com- • Manager as coach. This is the largest population and the intention pletely outsourced to an external provider. here is that over time, anyone who is managing others will have a basic understanding of coaching and will adopt a coaching style, as The way forward / future development appropriate, in their interactions with their teams. Coaching at this Coaching is now firmly established within Ernst & Young as a key way of level tends to cover the acquisition of skills. developing both its people and client relationships. Indeed, the biggest challenge now is to meet the increasing demand for coaching as awareness One key feature of Ernst & Young’s strategy that differs from other organ- of its efficacy increases. The firm is currently looking at ways to meet this isations is that internal coaches were selected from both the learning and demand in a way that supports improving business performance in a cost development team, but also client-serving partners from within the busi- effective way. ness. The selection of client-serving partners was seen as a key element of embedding a coaching culture within the firm. These partners are role The other key challenge for the firm (and the rest of the industry) is to models and their selection made it clear that coaching was important to be able to explain and demonstrate the return on coaching investment. the business, and that coaching was not just something the firm does Whilst feedback is captured and coachees are asked to describe the busi- internally with its people, but that by adopting a coaching approach with ness benefits of their coaching, there is a constant demand to “prove” its clients the firm was likely to be seen more as a trusted advisor rather the impact that coaching has on the bottom line. Much has been written than an expert who was only capable of delivering a narrow range of serv- on this in recent years; however it is unlikely that there will be an answer ices. In practice, fewer partners have managed to combine coaching with that can be subject to audit. However, the firm does need to get better at client roles than the firm wanted but this is an area the firm is currently this if it is to continue to grow and support coaching. www.ridlerandco.com6
  7. 7. WHAT CHARACTERISTICS DO BUYERS LOOK FOR INTHEIR EXTERNAL EXECUTIVE COACHES?Personal chemistry Coaching professionalismThe buyer’s personal chemistry with the coach was the highest rated Buyers are looking for high professional standards in their external executivecharacteristic looked for in an external executive coach, at 76% (see coaches. Supervision is seen by buyers of coaching as a central indicator ofChart 6 opposite). This raised the interesting question of what ex- professional standards and professional commitment without which moreactly buyers of coaching mean by “personal chemistry”. The quotes and more buyers would not even consider a coach. Rigorous coach trainingby Bupa and Société Générale on this page give some indication of the is highly valued in external coaches as it gives buyers an indication that thediversity of meanings ascribed to the term. coach’s profession is more than a “retirement hobby” (although there is an acceptance among many buyers that experienced coaches who established“When I meet a potential Bupa coach I wonder if I would want to work their reputations long before coach training programmes were widely avail-with this coach myself and whether they would work well with a typi- able are not expected to go back and complete an introductory training).cal Bupa senior executive. The coach needs to be culturally compatiblewith Bupa but I want to see a bit of “edge” too. The coach needs to beable and willing to challenge the uncomfortable things that people on Personal chemistry 76%the inside of our organisation may not be prepared to confront.” Depth and rigour of 62% coach training Keith Stopforth High professional standards 56%Head of Talent, Learning and Development, Bupa Health and Wellbeing e.g. regular supervision Works with coachee’s ingrained 55%Some broader themes emerged from telephone interviews with contrib- psychological patternsuting organisations about the component parts of personal chemistry, Long-standing senior levelas follows: business career 41%• The relationship between coach and buyer is dependent on making Amount of personal and professional development 37% a personal connection. In this respect the coach’s capacity to listen effectively and build trust with the buyer is a prerequisite. Knowledge of industry sector 30%• It is about the buyer having confidence in the coach as a credible and Demonstrates an attractive capable professional. return in previous coaching 30%• Business expertise is crucial in building initial credibility with the Knowledge of company 19% buyer. This may well come from the coach’s business career prior to being a coach (see Chart 6 opposite). 0 20 40 60 80 Percentage rating the characteristic highly relevant or“As a buyer of external executive coaching for Société Générale, when I essential in an external executive coachmeet a coach for the first time I am not only looking to assess their back- Chart 6: Buyers rate personal chemistry and high professional standards asground, professional standards and coaching experience. I also notice particularly valued characteristics in their external executive coaches.many subtle personal characteristics which contribute towards ‘personalchemistry’ between two people. Such characteristics include listening Further interesting pointscapacity, sincerity and openness. I need to feel I would trust them asa professional coach. I notice their energy levels and self-confidence. I • The ability to work insightfully with coachee’s ingrained psychologi-definitely want to work with coaches who love their job as a coach. I cal patterns ranks highly (55%), though this remains a controversialvalue a coach’s ability to express themselves clearly and convey a sense area for some buyers. Buyers of coaching acknowledge the relevanceof honesty. It is very important to me that a coach shows a capacity for of the coach’s thorough understanding of and expertise in the per-awareness of self and others. The fact that a coach has followed personal sonal and behavioural change process as it relates to senior people intherapy is very important (I do not ask a direct question about this when the business world. The debate focuses on the depth of interventionI meet the coach but coaches often refer to this). I notice how a coach which is possible (or desirable) in a coaching assignment.presents him / herself and look for clues regarding whether they wouldbe both assertive enough to set and maintain the coaching ‘frame’ and • Knowledge of the buyer’s company (19%) and sector (30%) do notmanage boundaries with a client, yet also have the skill and humility generally rank highly on the list of buyers’ requirements (except into follow their client’s dialogue sensitively and carefully. I reflect on my the legal sector where, according to Ridler Report data, specialist in-overall impression of how the coach would handle the human relation- dustry sector knowledge is sought after in coaches).ship in the coaching room. From all these factors I form a global impres-sion of the coach which is important in helping me make a decision about • The coach’s ability to demonstrate an attractive return on previouswhether they would be effective as a coach for Société Générale.” coaching assignments (30%) does not rank highly in what coach- ing buyers are looking for, reflecting the acknowledged difficulty of Guillaume Prate demonstrating a return outside the confidential context of the coach,Coach interne et Responsable de Coaching, Société Générale Groupe coachee and coachee’s boss. 7
  8. 8. WHAT SKY LOOKS FOR IN ITS EXTERNAL EXECUTIVE COACHES One to one executive coaching programmes are part of Sky’s senior ent and the organisation. Such situations might include when the agreed leadership development and succession planning for high performing objectives of the coaching programme change, for example a coachee who and high potential leaders. decides to leave during a coaching programme. Sky has adopted the School of Coach- Sky relies on its coaches not to continue a coaching programme if the ing’s definition of coaching, which is “the coachee decides during their coaching programme to leave the organi- art of facilitating the learning, develop- sation or where (as in this case) the outcomes of the programme are no ment and performance of another.” Sky longer focusing on original objectives. acknowledges a coach’s background and Naturally Sky does not expect the coach to inform the organisation of experience are relevant in a coaching a coachee’s decision to leave and breach trust and confidentiality. How- relationship. However, it looks for coaches whose approach is based on ever it hopes coaches won’t continue a coaching programme and instead facilitating the thinking of their client rather than sharing their own experi- propose a three way meeting to re-contract around new objectives and/or ence or giving advice. encourage (and coach) the coachee to have the appropriate conversation Reflecting on their coaching activity over the past one to two years, with the business themselves. Sky has tended to use coaches that have strong business backgrounds Another “tricky situation” could be when the coaching material goes and a more directive, challenging style, rather than a purely psychological beyond the skills and expertise of the coach, for example moving into the background and quieter approach to coaching conversations. One reason realms of psychotherapy (if this is not their training). Sky needs to be sure for this is that it has been easier to promote (within Sky) coaches with an that their coaches are aware of the boundary between operating within understanding, interest and experience in business. their skills and training and operating beyond their capability. Sky trusts For more information about the coach strengths and styles that Sky uses their judgement to refer to a specialist. Sky expects its coaches to sub- for matching decisions, see the May 2011 issue of Coaching at Work magazine. scribe to an ethical code. APECS, EMCC, ICF and Association for Coaching are all included among the acceptable ethical codes. Coaching professionalism at Sky Sky looks for a strong foundation of three attributes in its coaches: Supervision • Training and Accreditation Sky believes strongly in the benefits of supervision, namely the mainte- • Ethics nance of professionalism in coaching practice and the support and nour- • Supervision. ishment for the coach. Grace says “One to one supervision is something we insist all coaches receive. Sky asks who coaches talk to and how often.” Training and Accreditation The loose rule of thumb that Sky follows is one hour of one to one su- There isn’t one preferred training body or qualification that Sky looks for. pervision for every eight to ten hours of coaching. In addition to one to one However Sky believes it is important that coaches can show evidence of a supervision, group supervision is encouraged for internal coaches, though substantial period in their career committed to learning and growing their not as a substitute for one to one. Sky prefers that coaches’ supervisors are knowledge in coaching. qualified coaching supervisors rather than experienced coaches acting as Sky has noticed most credible coaching qualifications take from nine a peer coach. Most of Sky’s coaches do have a qualified coaching supervi- months to two years and are usually accredited with either a university and sor but there are a few coaches on their Preferred Supplier List who use / or a professional body such as the ICF or EMCC. peer supervision with a more experienced coaching colleague. Rebecca Grace, Talent Development Consultant at Sky says “We ask Grace says “In an industry that is quite unregulated supervision is a way our coaches what they think is the biggest influence on their coaching of ensuring coaching practice is being reviewed and regularly shared with practice from their training and want to see evidence of this. In our assess- a qualified supervisor”. ment process we want to hear about learning journeys, what areas they like and use and what areas they tend not to use. This was interesting for How does Sky assess coaches? us because we learned about different training providers and models of Sky’s assessment process includes a detailed application form, an inter- coaching we weren’t so familiar with.” view and a one hour coaching demonstration that is filmed. Grace says “We did get lots of pushback from coaches who didn’t want Ethics to ‘jump through hoops’ but we are very proud of our assessment process”. In a coaching contract there will be three to four parties involved – coachee, Jonathan Males, an executive coach from Irving Allan who went through coach, line manager and Talent Development / HR. Sky is very clear with all the assessment process, said “Overall it was a pretty good process. The parties involved that the end goal and development objectives should be written aspect was time consuming but worthwhile. I am currently in the agreed at the outset between all parties and that progress is measured at process of joining APECS and in effect it’s very similar.” the end of the coaching programme against these objectives – but that the As Sky considers reviewing and refreshing its group of preferred content of the coaching and the conversations which happen within the coaches later this year, lessons and successes from the first time they ran coaching relationship, are confidential. the assessment will be considered, alongside Sky’s forecasted direction of In the assessment of potential external coaches Sky is keen to find out coaching – which includes looking for specific skills around team coach- how coaches might handle “tricky situations” when working with their cli- ing, as Sky considers aligning coaching with projects and project teams. www.ridlerandco.com8
  9. 9. EVALUATING THE RETURN ON INVESTMENTIN EXECUTIVE COACHING65% of Ridler Report questionnaire respondents consider the chal-lenge of demonstrating an adequate return on investment in coach- Molson Coors case studying to be a “concern” or a “major concern” (Chart 15, page 13) – the Developing people is one of Molson Coors’s four strategy corner- stones. For the last five to six years the company has placed more em-second most serious concern listed in Chart 15. phasis on developing its people, including executive coaching for its The individual and organisational payoffs of executive coaching are typ- senior leaders. It has also undertaken to measure carefully the benefitsically evidenced by changes in leadership and top team effectiveness. This for the business.can be experienced or observed but not usually evaluated financially in a The organisation faced an initial challenge to demonstrate the returnway which would convince a sceptical Chief Financial Officer. For example, on investment on its learning and development spend and respondedone may witness the positive impact, following executive coaching, of a by engaging consultants to implement an ROI measurement frameworksenior executive’s deft influencing of stakeholders which wins main board based on a combination of Kirkpatrick and Jack Phillips for a key strategic proposal. But how can one put a financial value The framework involved four sets of measures for evaluating executiveon this phenomenon? coaching (and other forms of learning and development spend): It may be clear to many Learning and Development Directors and 1. Did the learner like it?coachees that better leaders give better business performances which 2. Did the learner learn anything?result in superior financial results, but the question remains – how do 3. Is the learner still using the learning?commissioners of executive coaching pro-actively evaluate the return on 4. How is the business benefiting from the learning?investment in coaching? Tony Denton explains “The most important part of the evaluation Chart 7 shows that qualitative and subjective measures generated in project involved the learner reflecting back on the learning three monthsthe immediate microcosm of the coaching assignment are the measures after the end of the executive coaching assignment, evaluating how theymost commonly used – that is coachee satisfaction ratings (63%), subjec- had applied the learning and how the business had benefited. This pro-tive evaluation of coaching outcomes against coaching objectives (62%) duced great data and helped convince the Board that the corporateand coachee’s boss’s satisfaction (50%). budget for executive coaching and L&D was being invested well.” The Ridler Report’s findings mirror Ridler & Co’s professional practices With the benefit of their experience on this evaluation project Mol-with its own senior client base, where the process of evaluation typically son Coors has been able to link directly recent significant improve-starts with a three-way meeting between coach, coachee and coachee’s ments in its people survey scores to its people development initiatives,boss at the end of the coaching assignment. This approach relies on the including senior level executive coaching.organisation’s engagement throughout the coaching assignment, usually The Molson Coors Board has now developed sufficient confidencethrough three-way meetings with the coachee’s boss. in executive coaching to continue investing in it without requiring on- going detailed evaluation data. In summary, Molson Coors took the decision up-front to make a“Executive coaching is about development and for most organisa- substantial investment in developing its people, including executivetions there is a desire to measure the impact of that development coaching for its senior leaders. There is now a powerful consensusupon the individual and to show a return on investment too. At within the company that this investment has been a major contributorDeutsche Bank we set objectives between coach, coachee and the to the company’s current impressive financial results.coachee’s line manager at the outset of the coaching relationshipand measure change in the coachee against these objectives at theend of the assignment. For us this helps to maximise the transpar- Satisfaction ratingsency of our investment in coaching and evidence success for the of coachee 63%individual.” Subjective evaluation of coaching outcomes against coaching objectives 62% Talent and Development, Deutsche Bank Change in business results in 52% coachee’s area pre and post coachingChart 7 shows that quantitative measures are also used to evaluate Satisfaction ratings 50%coaching – often as part of the subjective evaluation of coaching out- of boss of coacheecomes against coaching objectives. Pre and post coaching change in Change in coachee’s 360 scores 40% pre and post coachingbusiness results is the commonest quantitative measure, followed by Change in coachee’s performance appraisal 39%change in 360 scores, performance appraisal rating, staff satisfaction rating pre and post coachingand employee engagement. Change in staff satisfaction 33% During the Ridler Report research we have come across a small number survey scores pre and post coachingof organisations who have gone further than one-off evaluation measures, Change in employee engagement 30% survey scores pre and post coachingapplying sophisticated evaluation techniques, such as the Kirkpatrick four 0 20 40 60 80level model, to evaluate whether the learning from the coaching is used Percentage indicating the measure is used oftenbeyond the end of the coaching assignment. One such organisation is or very often in evaluating coachingMolson Coors. Tony Denton, Learning and Development Manager, de- Chart 7: Return on investment in executive coaching is most often evaluatedscribes Molson Coors’s experience. subjectively by the coachee and their boss. 9
  10. 10. THE BESPOKE 360 IS THE MOST HIGHLY VALUED SUPPLEMENTARY SERVICE FOR SENIOR LEVEL EXECUTIVE COACHING Over recent years Ridler & Co has seen an increasing trend among its Ridler & Co’s clients have found that the in-depth feedback contained in CEO, board director and senior executive clients to request a Bespoke a Bespoke 360 is useful in helping them to understand more clearly the 360, usually as an integral part of their coaching assignment, occa- leadership issues they are facing. Such feedback can be especially benefi- sionally as a stand-alone exercise supported by coaching. cial in cases when there is resistance by the coachee to taking on board certain challenging messages. Ridler & Co’s clients have sometimes had Chart 8 shows that the most highly value added supplementary service life-changing messages from their Bespoke 360s (including, occasionally, to senior level executive coaching is the Bespoke 360 (69%). challenging but invaluable feedback about paths that interviewees believe the client may not be suited to follow). Why do some of Ridler & Co’s clients still carry around with them, and read regularly, the Bespoke 360 reports Bespoke they commissioned years ago? The interview below gives some insights. 360 69% Psychometric profiling 49% A senior leader’s personal experience of the Online Bespoke 360 360 48% An Executive Committee member in a well-known listed company Feedback of 44% asked for a Bespoke 360 early on in their coaching assignment. This organisational themes individual talks below to Clive Mann, Managing Director of Ridler & Coach shadowing 38% Co, about the experience. coachee 0 20 40 60 80 Clive: How did you come to commission a Bespoke 360 report? Percentage rating service high value add Client: Three to four sessions into my executive coaching, I was intrigued or very high value add to find out what my colleagues felt was good and bad about my leadership Chart 8. The most highly value added supplementary service to senior level style. I knew I wanted to become a better leader and the Bespoke 360 executive coaching is the Bespoke 360. seemed to offer a way to find out what I needed to work on. How did the Bespoke 360 help you to do this? It is widely accepted that the more senior the leader, the less likely they Work colleagues invariably don’t tell you what’s bad about you – nor usu- are to receive accurate feedback from their colleagues and direct re- ally what’s good about you either, for that matter. So there was quite a bit ports. When they do actively seek feedback Ridler & Co has found that in my 360 report that I simply had not heard about myself before. The they value the more in-depth feedback on specific areas of interest that a Bespoke 360 process is robust and confidentiality is designed into the Bespoke 360 can offer, compared to on-line 360 exercises. On-line 360s process, which helped interviewees to say things to my coach which they typically score from one to five on predetermined questions which may would not have said to my face, which is exactly what I wanted. or may not be relevant to the individual senior leader. The small number of open questions in an on-line 360 usually elicit just a few lines of feed- “Work colleagues invariably don’t tell you what’s bad about you back per respondee, which may not be enough to articulate the issues – nor usually what’s good about you either, for that matter. So raised in sufficient detail to be really clear. there was quite a bit in my 360 report that I simply had not heard about myself before.” “The Bespoke 360 process adds considerable value to a coaching as- signment because it targets the particular areas the coachee wants to What were the key features of the Bespoke 360 exercise which added the know more about. This can give richer and better informed feedback most value for you? than an on-line 360 exercise. The clear “diagnosis” of a Bespoke 360 The 360 report consisted of 100% verbatim feedback. By reading the means the coachee can quickly identify issues to work on which will words in the report I could picture my colleagues saying them to me and I really help them and the organisation.” could think OK, is that a fair reaction to how I am? There were no interpre- tations of the feedback in the 360 report, which was critical. It left me free Tracey Bray to develop my own understanding of what the feedback meant, with the Talent Manager: Executive Coaching and Development, AEGON UK support of my coach and one or two carefully selected work colleagues Ridler & Co has developed its own proprietary Bespoke 360 process in whom I confided. I liked the detail and quality of feedback in the 360 which our clients tell us adds significant value. The process involves report which was so much richer than filling in forms in an on-line 360 carefully tailored questions, asked in thirty minute telephone interviews, exercise. In the Bespoke 360 my coach asked each interviewee carefully with typically a dozen or more interviewees. Telephone interviews of- selected questions, based on the coach’s understanding from our coach- fer the chance to focus the questioning on areas of special interest to ing work of what I needed to work on. I think it was helpful that the 360 in- the coachee. The interviews are written up in a report consisting of high terviews were by telephone which is anonymous and clinical as a method quality verbatim feedback. and really easy administratively, for interviewees. www.ridlerandco.com10
  11. 11. A senior leader’s personal experience of the Bespoke 360How did you decide who to include among the 360 interviewees? Were there any things about the Bespoke 360 process which you foundNaturally I wanted a mix of my bosses, peers and subordinates. I asked frustrating?thirteen people in total which I think was about the right number. I made I did try to guess who made each comment in the 360 report but mya point of including people who I felt didn’t like me, as well as those who coach wouldn’t tell me! Seriously, the careful management of confidential-did. I asked them all before the interview to be as honest and frank as ity was crucial to give me trust in the process. It was vital that I was the onlythey could be in discussing my strengths and weaknesses. I included as an one with authority to read the report and decide who, if anyone, to share itinterviewee one person I did not work with who had known me for a long with. The report had the potential to be quite a controversial document if ittime in a personal capacity. This was helpful because I could then compare had been misused but my organisation was, quite rightly, not given accessmy non-work psyche against the work environment. I also included a boss to the report without my say so, even though they paid for it.from a previous company which helped me to understand if my impact in How did you feel the Bespoke 360 worked as a part of your coachingmy current organisation was different compared to previous organisations. assignment?What particularly interested you about the feedback you received? I don’t actually know how you could have an executive coaching assign-I was very interested in the feelings I evoked from my colleagues, both peers ment without a Bespoke 360. If the point of a coaching assignment is toand reports, through our day-to-day interactions and how this impacted become a better leader you need to know what you need to fix, don’ton our working relationships. The 360 feedback helped me to understand you? How can you do that without getting honest feedback from peoplemuch better the impact of my management style on my direct reports. who work with you? I think the coaching support was central to the 360Were there any surprises? exercise as I was able to interpret the feedback in the right way and makeThe bits that surprised me most were the good bits – I thought wow, un- a balanced decision about how to act on it.believable, do you really think that? “I don’t actually know how you could have an executive coachingWhat was the most useful aspect of the 360 feedback? assignment without a Bespoke 360.”One of my colleagues offered me in the report a great metaphor which re-ally crystallised my understanding of the way my personality can change un-der pressure and it helped me to manage this aspect of my personality in a What was the biggest benefit you yourself got from the Bespoke 360?much more conscious and active way. A couple of years on, I still find it help- The biggest benefit was that it helped me to understand my working per-ful to read my 360 report and reflect on the feedback, often with a smile on sona and how it filtered out to lots of different people in lots of differentmy face. In the end it was a valuable and strangely pleasurable experience. ways. It also made me much more aware of the way I talk to people andDid the Bespoke 360 exercise help you to be more effective in your role? the way I do things. That helped me to make changes for the better. YouBy commissioning the 360 exercise I think I demonstrated to everyone can’t go through your life managing working relationships, or any relation- ship for that matter, without stopping at some point and listening to what “The Bespoke 360 was a valuable and strangely pleasurable people are saying to you. If you don’t stop and listen you won’t progress. experience.” Do you think it was necessary to go to the expense of an externally generated Bespoke 360? I think it’s absolutely essential that the 360 exercise is carried out bythat I was absolutely willing to be criticised and people respected me for an external consultant because companies can have internal agendasthat. I used the feedback to make some small but significant changes in and I would not have been totally comfortable if the exercise had beenthe way I managed a number of work relationships. carried out internally. In fact I would have said I’m just not going to doHow did your colleagues feel about being asked to give you feedback? it. A 360 process should not be done clumsily or lightly or the recipientEveryone was fine about it. My team appreciated that they had a boss could come spinning off the track because of the negative feedback. Iwho was trying to listen, trying to get better. At least one of my bosses think there is a big value add in all the time my coach spent with merespected highly the fact that I was brave enough to ask for feedback and before the 360 was carried out, which enabled the coach to tailor thewas impressed with my seriousness in wanting to become a better leader. questions and probe into interesting areas. Without the expert ques-What support did you need to make sense of the 360 feedback? tioning and listening by my coach I don’t think the feedback would haveMy coach helped me to work out which of the feedback was accurate and been nearly as rich.important to work on and which was just “noise”, to do with other people’s Do you think your company got value for money from the Bespoke 360agendas. My coach was also very good at smoothing down my initial reac- exercise?tion to the more negative aspects of the feedback and slowed me down to I think getting the quantity and quality of 360 feedback delivered throughhelp me understand the significance of the negatives while making sure I my coach within the context of a professional coaching relationship haswasn’t crushed by them, reminding me of the positives at the same time. definitely made me a better business person and a better leader. ThatThat was essential. I also sat down with a close colleague, one of the 360 must benefit the company in the end. The cost of the work should alwaysinterviewees, whom I really trusted and we went through the 360 report be a consideration but as a proportion of my remuneration and the valuetogether. Their first-hand understanding of what was going on in the or- I was responsible for creating for my company it was tiny, so I definitelyganisation complemented my coach’s external perspective, helping me to think it represented value for money for the company.sift through the feedback to focus on what was most important to work on. Many thanks for your time and your very interesting observations. 11
  12. 12. FINDINGS IN BRIEF The purpose of this section is to present 2011 Ridler Report data • The Learning and Development (55%) and Human Resources (53%) which has not been able to be incorporated in the rest of the report. departments are the most likely areas to identify the need for a senior level executive coaching intervention. Chart 9: Growth in future use of executive coaching by level of • Many contributing companies have highlighted in interviews with seniority of coachee Ridler & Co the importance of the following company processes, where HR, L&D and the coachee’s boss all play key roles, in identify- Group CEO / main 40% ing coaching needs: succession planning; high potential assessment; board director appraisal; personal development planning; talent review. Senior executive e.g. subsidiary 56% • Self-referral (16%) is not generally a major instigator of executive board director or country head coaching, indicating perhaps coachees’ lack of awareness of what Senior manager e.g. head of 60% coaching can do for them and a hesitancy to ask for executive coach- function, manager of multiple teams ing unless it is first offered. Middle manager e.g. 44% supervisor or team leader Chart 11: Sourcing external executive coaching 0 20 40 60 80 Percentage expecting a small increase or large increase Coaches known in use of executive coaching over the next 3-5 years personally to buyer 98% Chart 9: The use of executive coaching is expected to grow most strongly over Coaches recommended • next 3-5 years page 4, buyers of coaching perceive senior leaders one the As noted on at senior executive and senior manager levels. by a trusted colleague 89% to three levels below main board level to be the most receptive to Coaches recommended by an 57% executive coaching and to have the most potential to generate a high existing coaching supplier return on executive coaching for their company. External consultancy sourcing • It follows that these levels (senior executive (56%) and senior man- 16% coaches as a commercial assignment ager (60%)) are where buyers are expecting the strongest growth in Coaching providers who have 13% their use of executive coaching over the next three to five years. contacted your company in the past • Slightly less than half of Ridler Report contributing organisations also External broker 11% expects increases in main board and middle management coaching of coaches over the same time period. Professional coaching 11% bodies’ coach directories Chart 10: Area of the company which identifies the need for a 0 20 40 60 80 100 senior level coaching intervention Percentage indicating source useful or most useful when considering recruiting external coaches Chart 11: When coaching external executive coaches,to use executive coaches • Buyers of recruiting overwhelmingly prefer coaches personally known by L&D department 55% the buyer and recommendations of a trusted colleague are the most colleague has whom they know personally (98%) or whom a trusted useful sources. recommended (89%), especially if the latter is an HR or L&D col- HR department 53% league or a senior leader who can testify to the organisational as well as individual benefits experienced with a particular coach. Boss of coachee 47% • In interviews with Ridler & Co buyers emphasised the perceived risks in using a coach of whom they have no direct experience (see Chart Senior operational manager 34% 15 opposite) and the difficulty of assessing coaches’ ability before outside HR department they had first-hand experience of the coach’s effectiveness. CEO / executive director 28% • Where buyers have developed a relationship of trust with an exist- ing coaching supplier they often feel a sense of confidence in that Prospective coachee self-refers 16% supplier’s coach selection policy and ability to get the right match of their coaches with potential senior executive clients, hence find the supplier’s coach recommendations useful (57%). Non-executive director 6% • External brokers are used relatively infrequently to source coaches 0 20 40 60 80 (11%) and anecdotal evidence from the Ridler Report research proc- Percentage indicating area of company often ess indicates that coaches sourced through brokers tend not be used or very often identifies need for coaching at the most senior levels in client organisations. Chart 10: The coachee’s boss is almost as likely as the HR and L&D departments to identify the need for a senior level executive coaching intervention. www.ridlerandco.com12
  13. 13. FINDINGS IN BRIEFChart 12: Typical length of a senior level coaching assignment • One might have anticipated from page 5 (Balancing internal and external coaching) that internal leadership development methods would be considered better value for money than external – as in- 4 sessions or less 8% deed they are. • External executive coaching value for money holds up pretty well at 6 sessions 44% 59%. Many buyers expressed the view that if a coach (internal or ex- ternal) is the catalyst for a significant positive shift in a senior leader’s 6 to 12 sessions 45% effectiveness the cost of the coaching assignment is miniscule com- pared with the resulting value which can be generated. More than 12 sessions 0% Chart 15: Buyers’ concerns about coaching 0 10 20 30 40 50 60 Difficulty of assessing a coachs potential effectiveness before they have worked for you 71% Percentage indicating length of coaching assignment Challenge of demonstrating an adequate return on investment 65%Chart 12: The length of a senior level coaching assignment is typically between High level of fees charged 63%• The typical length of a senior level coaching assignment is, quite by good executive coaches6 and 12 sessions. clearly, between six and twelve sessions. Variability in levels of professionalism 63% among executive coaching providers Difficulty of finding good 47%Chart 13: Frequency of coaching sessions executive coaches Lack of a single accrediting 21% More frequently 5% body for executive coaches than monthly Lack of government 17% regulation of coaches Risk of a coachee leaving the company as a Monthly 52% result of their personal development in coaching 11% Administrative complexity of dealing 8% with multiple solo executive coaches Six weekly 26% 0 20 40 60 80 Percentage indicating issue is a concern Less frequently 12% or major concern than six weekly Chart 15: The biggest concerns regarding executive coaching in your company. 0 10 20 30 40 50 60 • Buyers consider the difficulty of assessing a coach’s potential effec- Percentage indicating frequency tiveness before the coach has worked for the buyer to be the greatest of coaching sessions concern of all the potential concerns set out in the 2011 Ridler Re-Chart 13: frequency frequency of coaching sessions in a senior level coaching• The The typical of coaching sessions in a senior level coaching as- port questionnaire (71%). The time and cost of assessing new coach-assignment is monthly. monthly (52%), with a significant proportion of signment is typically es is considerable and even after the assessment process has been coaches and coachees meeting six weekly (26%). completed there is still perceived to be a risk that the coach may not gel with the coachee or that coach and coachee may get on famouslyChart 14: Value for money of various methods of developing but under-deliver for the organisation.senior executive leadership capability • The challenge of demonstrating an adequate return on investment in coaching is a serious concern (65%), reflecting the difficulties articu- Internal leadership lated on page 9 of quantifying financially the return and the complex- development programme 72% ity of demonstrating whether coaching objectives have been met in Internal coaching 68% the past. • The high fees charged by good coaches are clearly a concern (63%). Internal mentoring 63% Perhaps one of the drivers of high external executive coaching fees is a scarcity of proven and experienced coaching professionals at a Coaching by line manager 61% senior level, evidenced by the significant concern (47%) expressed by buyers about finding good coaches. External executive coaching 59% • Variability in levels of professionalism in coaching providers is a sig- nificant concern (63%). Over time, buyers are becoming clearer and Business school leadership 33% more demanding about what they look for in coaching professional- development programme ism (see page 7 – coach characteristics). 0 20 40 60 80 • There is less concern about the lack of government regulation (17%) Percentage rating the method high or and lack of a single accrediting body for executive coaches (21%). very high value for moneyChart 14: Internal methods of developing leadership capability in senior www.ridlerandco.comexecutives are considered best value for money. 13
  14. 14. RIDLER REPORT RESEARCH METHODOLOGY AND ACKNOWLEDGEMENTS Ridler & Co is committed to understanding and sharing with the mar- ket place the evolving needs of users of executive coaching, through formal research in the biennial Ridler Report. The 2011 Ridler Report is based on an intensive programme of research between October 2010 and April 2011. Sixty-four companies participated in the 2011 Ridler Report by com- pleting the on-line questionnaire. The companies included 3i, Aegon, AMEC, Antares Underwriting, ARM, Baker & McKenzie, Baker Tilly, Barclays Capital, BBC, Bentley Motors, Berwin Leighton Paisner, Bird & Bird, Bombardier, BSkyB, Bupa Health & Wellbeing, Compass, Dairy Crest, Deloitte, Deutsche Bank, E.ON, ERM, Ernst & Young, Fujitsu, Grant Thornton, Guardian News & Media, Hermes Fund Managers, Hess, John Lewis, KPMG, Linklaters, Maersk, National Grid, Old Mutual, Pricewater- houseCoopers, Qinetiq, Rathbone Brothers, Scottish Power, Simmons & Simmons, Société Générale, Thomson Reuters, TNT, Veale Wasbrough Vizards, Warburtons, WDT and Xchanging. Ridler Report questionnaire respondents were senior individuals from the above organisations, from Operations, Human Resources, Learning and Development, Talent, and specialist internal coaching professionals engaged in commissioning internal and external executive coaching. Ridler & Co would like to thank all these companies, many of which were also interviewed. We are especially grateful to Rebecca Grace from BSkyB, Ian Paterson from Ernst & Young and Tony Denton from Molson Coors for generously giving their time in the presentation of case mate- rial – and to the nine contributing organisations who gave us their per- mission to be quoted from interviews. We would like to thank the anonymous interviewee for generously giving time to share their experience of the Bespoke 360. We would like to thank Liz Hall, Editor of Coaching at Work magazine, and Doug Ready and Jackie Dufault at ICEDR for their circulation of the Ridler Report findings to a wider and even more international readership. We would like to thank Nick Smith of Word Smiths for his excellent de- sign and typesetting – for the fourth time in four Ridler Reports. We would also like to thank Paul Ellis for his excellent review of the final draft of the report and Carol Braddick for her valued early input into the report’s structure. Laura Taylor, Director of Ridler & Co, oversaw the report’s design and production and reviewed all written material and data. Ridler & Co’s team of executive coaches – Mike Barkham, David Findley, Patricia Hodgins, Dena Michelli and Jane Millar – all made important con- tributions to the report. Ridler & Co welcomes views on the Ridler Report, especially from users of executive coaching – please contact: Clive Mann on +44 20 7112 6750 or www.ridlerandco.com14
  15. 15. ABOUT RIDLER & CORidler & Co is a senior level executive coaching practice based in Ridler & Co’s approach also brings wider benefits to our individual cli-Mayfair, central London. We work with leaders in the corporate and ents, their colleagues and families. Through working with us, they:public sectors. Our clients are senior leaders with responsibility for • Become more energised and forward-thinkingdetermining the future direction of their organisation, typically CEOs,Directors, senior executives and Partners in professional services • Focus more clearly on what really matters to drive their organisationsfirms. We also work with top teams and Boards. forward • Are better able to manage challenging work relationships and to mo-Ridler & Co’s mission is to help leaders to build the connection be- tivate their teamstween who they are, what they do and the results they deliver. • Have a clearer sense of their own professional direction and how thisWe believe this process of alignment is vitally important. Bringing to- aligns with their organisation’s strategic goalsgether the leader’s personal credo (who they are) with their business role • Achieve the right personal balance between their work drivers, their(what they do) enhances their performance and connects this powerfully values and motivations and their personal family lifewith the organisation’s success (the results they deliver). Ridler & Co’s executive coaches are high calibre and experienced profes-The approach is rigorous, addressing how leaders can discover and mo- sionals. Through their own extensive senior level business experiencebilise the full range of their personal resources – motivations, talents and and backgrounds, they bring a keen understanding of organisations, theinterests – using these more fully and effectively in the service of their inter-personal dynamics which exist within them and the pressures thatindividual and organisational goals. are placed on leaders.The results are that our clients’ organisations move closer to their goals, Our executive coaches bring many years’ experience of executive coach-deliver impressive financial results and our individual clients sustain the ing – inside major organisations, with world class business schools andupward momentum in their careers. in independent professional practice. Clive Mann Laura TaylorManaging Director & Founder Director David Findley Mike Barkham Patricia Hodgins Dena Michelli Jane Millar Associate Director Senior Associate Senior Associate Senior Associate Senior Associate 15
  16. 16. Ridler & Co. Limited 42 Berkeley Square London W1J 5AW +44 (0)20 7112 6750© 2009 Ridler & Co. Limited, 42 Berkeley Square, London W1J 5AW +44 (0)20 7112 6750 Design & typesetting: